Boards love simple formulas. “Nose in, hands off.” “Boards set strategy.” “Independence matters.” “Ask questions, don’t provide answers.” They are memorable, easy to teach, and often directionally right. They are also dangerous when taken too literally. Most governance myths are not wrong because they are false. They are wrong because they are incomplete. They capture one side of a tension while ignoring the other. Yet board effectiveness rarely comes from choosing one side.

The nature of the debate on the role of business in society strongly suggests a cyclical nature, with constant attempts to balance...

What is the best way to integrate sustainability into the corporate governance framework? Boards of directors have chosen two distinct paths: the functional way, which focuses on corporate governance of sustainability, and the foundational approach, which leads to sustainable corporate governance. This article assesses the merits and limitations of both approaches and calls for a transition to sustainable governance. This requires board members to engage regularly with stakeh

Has the Swiss elite model failed in the face of repeated corporate disasters? What needs to change to avoid such shocks in the future?

How to turn the board of directors into a competitive advantage? Three ways to elevate the board to a value-creating governance body.

Platform-driven ecosystems follow their own rules. The article explains these rules and presents four key principles that guide every...

Corporations are confronted with two major forces: societal demand for a greater emphasis on sustainability and business disruptions.

The board has a central role to play in interpreting social change and in creating the conditions for successful sustainability initiatives.

The tension between financial markets and management is evident. what can publicly listed companies can learn from private equity?